## The Shalom Network
## **Report of the Trustees**
## **Period:**
1[st] January 2024 – 31[st] December 2024
## **Document Owner:** The Shalom Network
**Approval Date:**
**Approved By:**
## 25[th] October 2025
The Shalom Network AGM Clive Paragreen – Chair Trustee Jessica Thompson – Vice Chair Trustee Lorraine Fellowes – Trustee Stephen Thompson - Trustee
## **Publication Date:**
## 27[th] October 2025
Page **1** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **1 Overview**
The trustees present their statutory report covering the period from 1[st] of January 2024 to December 31[st,] 2024, for The Shalom Network a Charity Incorporated Organisation, charity number 1195375, registered on August 3[rd,] 2021.
The financial report has been examined and approved by an appropriate third party who is independent of the charity. It has also been reviewed and approved by The Shalom Network Finance Committee and the whole board of trustees.
This report summarises our purposes, vision and mission giving an accurate picture of how and to what degree we have met those objectives in the reporting period.
Page **2** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **CONTENTS**
|**_1_**|**_Overview_**|**_Overview_**|**_2_**|
|---|---|---|---|
|**_2_**|**_Our_**|**_Purposes and Mission_**|**_4_**|
||**2.1**|**Our Charitable Purposes**|**4**|
||**2.2**|**Our Mission**|**4**|
||**2.3**|**Our Vision**|**4**|
|**_3_**|**_Delivering for the Public Benefit – Projects_**||**_5_**|
||**3.1**|**Giving Voice**|**5**|
||**3.2**|**Digital Inclusion & Accessibility**|**10**|
||**3.3**|**Dementia Awareness Pilot Project**|**12**|
||**3.4**|**Brighter Lives**|**13**|
|**_4_**|**_Delivering for the Public Benefit – Group Sessions_**||**_14_**|
||**4.1**|**Shalom Online**|**14**|
||**4.2**|**Shalom Groups**|**16**|
||**4.3**|**Events**|**18**|
|**_5_**|**_Delivering for the Public Benefit – Advocacy_**||**_19_**|
||**5.1**|**In Community**|**19**|
|**_6_**|**_The_**|**_Team_**|**_20_**|
||**6.1**|**Paid Professional Resource**|**20**|
||**6.2**|**Voluntary Help**|**20**|
||**6.3**|**Board of Trustees**|**21**|
||**6.4**|**Advisers**|**21**|
|**_8_**|**_Governance & Management_**||**_23_**|
||**8.1**|**Statutory Meetings**|**23**|
||**8.2**|**Reporting Periods**|**23**|
||**8.3**|**Risk Management**|**23**|
||**8.4**|**Policies & Procedures**|**23**|
||**8.5**|**Designated Managers/Officers**|**24**|
||**8.6**|**Partner Organisations**|**24**|
|**_9_**|**_Future Opportunities & Challenges_**||**_25_**|
Page **3** of **26 The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **2 Our Purposes and Mission**
## **2.1 Our Charitable Purposes**
The advancement of the Christian faith for the public benefit, in particular but not exclusively, amongst those with additional needs.
The promotion of social inclusion for the public benefit among people with additional needs, their families and carers living mainly, but not exclusively, within the Forest of Dean to relieve the needs of such people and assist them to integrate into society.
## **2.2 Our Mission**
To bring Christian fellowship, social inclusion, advocacy, skills and opportunities to people with additional needs, their families and communities within the Forest of Dean and beyond.
## **2.3 Our Vision**
Christian, empowering, compassionate, inclusion for all.
Page **4** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **3 Delivering for the Public Benefit – Projects**
## **3.1 Giving Voice**
The Shalom Network's Giving Voice Project focuses on empowering individuals with additional needs, particularly those with little or no speech capability, to communicate effectively through a tailored support approach. The project, now in its maturity, will in 2025 evolve to become a key element of our core portfolio and the launchpad for the planned Giving Voice Community project.
Giving Voice comprises these key elements that drive the objectives that we have largely succeeded in meeting.
- Evaluating Individual Needs
- Adapting Our Approach
- Professional Collaboration
- Listening and Supporting
- Continuous Learning and Training
- Building confidence and self esteem
- Developing techniques and adopting supportive technology
- Inviting and encouraging wider community engagement
.
## **3.1.1 What We Have Achieved**
Throughout the year we have consistently monitored our methods taking onboard the observations of others and the feedback from our service users and their support network. Assessment and adaptation are ongoing measures as those we serve mature and develop in an ever changing world. We value the challenges and embrace them as inspirational and unifying influences.
Specifically in our key areas
- I. The evaluation of individual needs has further developed with broader scope that encourages greater involvement of families and others in the support network. Needs and expectations are greatly considered. Working through these with groups and individuals has increased the levels of trust strengthening relationships. We continue
Page **5** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
to share the benefit of honest, but gentle conversations avoiding anything that might be perceived as judgemental or lacking in understanding. Evaluations have also improved as more focus is placed on the influences of immediate environments and differing circumstances of the individuals that we serve.
- II. Our evaluations frequently lead us to adapt our approach often on an individual bespoke basis. Needs change and we always look to meet them. Crucially we ensure our responses evidence empathy and understanding. We have been able to create environments for every individual in their own settings, where fun activities are positively affecting wellbeing. Elements such as gentle healthy exercise, sensory/breathing activities that calm upset or anxieties always improve the potential for forward steps in communication and interaction. We have introduced easy read content that helps the develop an appreciation of healthy living and stimulate a dialogue that expresses personal feelings and preferences. Jointly, we have created other reading resources that share similar life and sensory experiences, strategies to rethink how challenging thoughts and situations are managed.
- III. The above mentioned creation of easy read materials is an example of our professional collaboration. Increasingly we have and will continue to work and share with other similarly focused organisations who recognise the importance of developing materials in this format. We have brought together elements of the activities enabled by the Thriving Communities funding and the Brighter Lives project to bring refreshing opportunities for social, sensory and healthy lifestyle activities. Resources have been created and made available for our Giving Voice team, enabling us to learn about new approaches and ways to support each other, constantly improving our implementations in response to opportunities and concerns.
- IV. Our listening and supporting priorities have led to an increasing emphasis on creating relaxed settings and encouraging those we serve to take some control of the session and initiate conversations. This may be through using gestures and body language to communicate choices and/or using electronic devices such as an Eyegaze and keyboards to take the conversation in the direction of their preferred topic. We have started to see, with some individuals, the benefit of agreeing achievable objectives that are set out in simple terms and regularly reviewed. Through this process and our constant support we see that a growth in independence, the desire to communicate and the depth of interactions results. We have succeeded in generating a level of trust whereby we have regular honest conversations with families and support groups that help us all with some of the more challenging issues and behaviours that can occur.
Page **6** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
- V. We have all continued in learning and the appreciation of its value never diminishes. Through the regular sessions, observations, reviews and updated goals, we have shaped learning plans that fit the need for individual and overall improvement. Long established inhibiting habits and routines often need to be overcome to make way for fresh knowledge and ideas and for them to be effective. Through building trusting relationships we uncover the willingness to learn, and the growth in independent actions and personal statements, expressed in various ways; aloud using an electronic device, typing and pointing. This leads to our learning more about the individual and how we might better serve them.
- VI. We have achieved much in relation to growing confidence and empowerment. Pointing independently to make choices is an example of a goal that is frequently met through positive development and implementation of our communication strategies. We are increasingly with our adaptive and flexible approach and carefully created settings, we are seeing credible expressions of feelings and their causes. We increasingly see more in the way of thoughtful expression as a result of our encouragement to take control and be confident. We have consistently followed the principle that where people are genuinely respected through both professional support and authentic human connection, their confidence grows to the extent that they will share what they really think and feel.
- VII. To make the most effective use of devices, software and techniques to benefit a person with additional needs is, in line with most that we do, something that is only achieved by understanding individual need and circumstances. We have continued to hone our skills embracing information technology resources and traditional methods to best effect. Some individuals respond positively to consistency others to variety. Through this reporting period we have monitored the effectiveness of our resources and are encouraged that they have predominantly retained their effectiveness. These include: Skyle Eyegaze used with an Apple iPad
- The Grid accessed on the iPad via Eyegaze and/or pointing with a finger.
- `o` Musical instrument programmes also accessed on the iPad via Eyegaze and/or with finger pointing.
- Light/sound box sensory app using speaker vibration to give a sensory experience with light and sound.
- Bitsboard iPad app for word and fun games such as jigsaws using photos to develop independent pointing.
Page **7** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
VIII. Our focus on the wider community has increased. The presentations that we make are inviting and encourage engagement. We have continued in our efforts to add new members to the team, to apply practical skills that support resource creation and development and to join face to face sessions. Finding those who have the relevant skills and who also feel they can commit on a longer-term basis has proved a challenging mainly because of the in time and travel demands.
## **3.1.2 Constraining Factors**
Some individuals simply require additional time owing to delays in their reactions. They often struggle with movement control due to apraxia difficulties that affect their bodily movements or, challenging habitual behaviours stemming from daily frustrations. This can reduce the effect of communication stimuli; consequently, sessions are tailored accordingly, following guidance provided by families and support networks.
The persistent high staff turnover within supported living and residential environments continues to present a significant barrier to individuals building confidence in their communication abilities. Despite these challenges, these individuals adapt to their circumstances and respond positively to relaxing and enjoyable activities, which simultaneously enable support staff to engage in meaningful and positive social interactions
## **3.1.3 In Summary**
The Shalom Network continues to successfully blend well established principles with a number of innovative measures, particularly in the use of technology. The effectiveness of this approach has been made increasingly relevant and effective given the increased focus on evaluating, in greater detail, the needs and circumstances of individuals and their supporters. This has increased demands for learning and the pace at which develop and implement new or evolved methods. When considering change we now have mature models for assessing the potential impact of those changes and any possible risks.
We have had to be highly adaptive and flexible in response to specific circumstance and needs. In meeting those demands we have gladly accepted the need to further build relationships with those who are responsible for and support our service users.
Page **8** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **3.1.4 Next Steps**
We are confident that we will be successful in securing funding for our ‘Giving Voice Community’ programme. This initiative will bring together into a community those we directly serve, their supporters, professionals, other aligned organisations and their beneficiaries.
Working together the community will gather, collate and share experiences, expertise and actively spend time together to provide settings where those who we are serving can interact, build relationships and grow a real sense of inclusion.
There will be a clear link between this new venture and the continued activities that are at the heart of the Giving Voice sessions. They will be improved through insights shared in the community and in turn the community will be informed by sessional observations and evaluations.
We will grow the team with the intention of including a community project leader, additional volunteers and professionals with proven expertise, experience and credentials, advising on who this collective community approach will most effectively benefit.
We are very excited about this programme given that we have received positive responses when putting the idea to those we are already involved with. The potential exists to enable those with little or no speech capability to develop communication skills through which they will enable a greater degree of understanding by and inclusion in wider society.
Page **9** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **3.2 Digital Inclusion & Accessibility**
The Shalom Network, with its commitment to challenge social exclusion, operates a programme which seeks to help ensure that those we serve can benefit through appropriate and safe use of digital technology. We recognise that individuals with additional needs are more vulnerable to online risks and that the digital world in which we now needs to be navigated with care.
## **3.2.1 What We Have Achieved**
We have actively collaborated with the Forest Voluntary Action Forum (FVAF), Barnwood Trust, and Camphill Village Trust to research and pilot a Digital Inclusion project aimed at supporting individuals with additional needs in the Forest of Dean area. Over the course of the year, we have further strengthened these partnerships, enhancing our collaborative working practices. The pilot project concluded mid-year, and a comprehensive report detailing the outcomes and learnings was prepared and submitted to the funders.
- I. Throughout the year, we continued our partnership with Forest Voluntary Action Forum (FVAF), Barnwood Trust, and Camphill Village Trust to deliver the pilot Digital Inclusion sessions, which began in October of the previous year. These weekly sessions have been consistently well received by participants and have provided valuable insights into effective approaches for teaching IT skills to individuals with additional needs.
- II. Towards the end of the project, podcasting was introduced as a creative method for gathering participant feedback. This approach was enthusiastically embraced by the group, who expressed a strong interest in developing their skills further and learning more about podcasting.
- III. In collaboration with our partners and participants, we also developed two Easy Read booklets: How to Stay Safe Online and How to Use a Computer. These resources were professionally designed, printed as spiral-bound booklets, and made available in PDF format. Additionally, audio versions were recorded and produced by a volunteer with lived experience, ensuring the materials are accessible and available for wider use.
- IV. Attendees of Shalom groups and events have continued to provide information regarding the devices they use and their purposes, allowing for the ongoing provision of appropriate digital support as needed.
Page **10** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
- V. We continue to engage in dialogue with them to understand what they value and enjoy about online activities and social media, as well as to explore any concerns they may have.
- VI. This information has informed the development of both face-to-face and online sessions, designed to enrich participants' experiences while proactively addressing vulnerabilities and digital security concerns.
## **3.2.2 Constraining Factors**
This remains an ongoing challenge, as some individuals we aim to support reside in managed care environments where limitations persist. These include inadequate broadband access, restricted to communal areas, and the use of devices owned by care providers, which are often not permitted to be taken off-site.
## **3.2.3 Next Steps**
Over the past year, The Shalom Network has continued to strengthen its partnerships with organisations supporting individuals with additional needs. These ongoing collaborations have contributed to sustained increases in attendance and have further enabled the expansion of our work. Notably, they are also continuing to enhance access to vital resources, including appropriate venues with reliable broadband connectivity and good public transport links.
Looking ahead, the recruitment of skilled and experienced individuals—both volunteers and, where possible, paid staff—remains a key priority. This is essential to support our continued growth and to maintain the development and quality of our activities.
In addition, we are excited to be considering launching a podcasting initiative, which will serve as a new platform for sharing stories, insights, and reflections from within The Shalom Network community. The podcast will support our digital outreach, promote greater awareness of the experiences of individuals with additional needs, and offer accessible, ondemand content that complements our in-person and online gatherings.
Page **11** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **3.3 Dementia Awareness Pilot Project**
This project is currently on hold, and it is likely that the activities will be merged with those of other projects and initiatives.
## **3.3.1 What We Have Achieved**
Whilst activities have slowed and halted during the year there have been opportunities for the team and those we serve to learn more about and be aware of signs that someone may be developing dementia. This is creating a more positive attitude and a sense of mutual responsibility
## **3.3.2 Constraining Factors**
## **3.3.3 Next Steps**
We will continue to consider how we might reconfigure the project how it can be reshaped and potentially merged with others, potentially partnering with other likeminded organisations in the area.
Page **12** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **3.4 Brighter Lives**
As a standalone project ‘Brighter Lives’ has now been formally closed with its fundamental principles being absorbed into our core and other Project activities, Funded by the Benefacts Trust, we were able to create and deliver activities that encouraged those that we serve, and the team, to take a positive approach to their mental, physical and spiritual health. The links between all these elements and the resilience needed to flourish and live brighter lives are now more clearly understood with simple, but effective routines and habits being established based on the following:
- Strong Messages
- Strong Breathing
- Strong Stretching
- Strong Supporting
- Strong Belief/Faith
We continue to focus on these principles, during group and community activities
## **3.4.1 What We Have Achieved**
- I. We have met the project objectives, closed the project and absorbed many of the activities developed into our core portfolio.
## **3.4.2 Constraining Factors**
We have had to adapt certain elements due to significant health issues experienced by many of our service users.
## **3.4.3 Next Steps**
This project was wound up in quarter one of 2024, however as previously mentioned the principles are now enshrined for all within our wider activities.
Page **13** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **4 Delivering for the Public Benefit – Group Sessions**
## **4.1 Shalom Online**
Shalom Online has continued to flourish over the past year, with increasing engagement from both participants and our dedicated volunteer team. We maintain a consistent schedule, meeting via Zoom three to four times each month, with an average attendance of around 15 people. Ongoing support is provided to ensure that everyone who wishes to join—regardless of their level of digital access—can participate fully in our sessions.
Shalom Online offers a welcoming and inclusive space where individuals, with and without additional needs, can explore the Christian faith, ask questions, and share in meaningful discussion in a relaxed and supportive environment.
## **4.1.1 What we Achieved**
- I. Presenting a diverse range of themes to make each session’s content more engaging and memorable.
- II. Creating opportunities for individuals to connect with one another on a weekly basis.
- III. Strengthening relationships among group members through regular, meaningful interaction.
## **4.1.2 Constraining Factors**
We continue to encounter significant challenges related to digital confidence and capability, despite the time and effort invested in counselling and coaching. Many individuals still face limitations that affect their ability to engage fully with online sessions. As a result, there are certain constraints on what we’re able to deliver.
Nevertheless, we remain committed to recognising and building upon even the smallest steps forward. It can be disheartening when people are eager to participate but lack the digital access or support needed to join. We are actively working to overcome these barriers, not only by supporting participants directly but also by equipping support staff—who often face their own digital skill gaps—with the knowledge and confidence to assist effectively.
Page **14** of **26 The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **4.1.3 Next Steps**
As previously reported, we are undeterred and will continue on the path of developing our wider digital media skills and those that we work with, whether they are beneficiaries, their families, friends, or supporters.
Page **15** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **4.2 Shalom Groups**
We continue to host regular group gatherings that are open to all, taking place at welcoming venues in Bream and Blakeney, near Lydney. These gatherings provide an opportunity for people to connect in a warm and inclusive environment—sharing conversation, food, and participating in worship, prayer, Christian teaching, and creative craft activities. Each group offers a safe space to explore the Christian faith through open questions and shared experiences. We have developed strong links with Blakeney C of E and have held a number of our Get-Togethers at the church to include local residents with complex needs. Our monthly “Get-Togethers” remain a key part of our community rhythm, held on the first Thursday of each month (excluding August) at accessible venues throughout the area. Careful consideration is given to the choice of location, as many attendees rely on public transport, volunteer drivers, or taxis to attend.
In addition, we continue to support Christian church leaders by helping them identify and use appropriate resources for engaging individuals with additional needs within their congregations.
## **4.2.1 What we Have Achieved**
- I. Consolidation of our membership and establishment of a format that combines elements of instruction and social interaction.
- II. Developing a beneficial relationship with organisations that can offer suitable venues for our meetings.
- III. We have generated several themed programmes that have proved engaging for both those that have developed and delivered the content as well as those receiving.
## **4.2.2 Constraining Factors**
As a core-funded activity, our group programmes are likely to continue facing financial constraints, which limit what we can offer in terms of materials, equipment, and paid staffing. While we remain committed to delivering meaningful experiences, it is important to acknowledge that funding for core operations is consistently more difficult to secure than project-based grants, which are more readily available.
Page **16** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **4.2.3 Next Steps**
We are looking to enhance our meeting times by incorporating more digital media into our content and presentations. This will include in-house developed materials, aligning with our broader goal of promoting digital inclusion.
In the coming months, we will review venues and locations in collaboration with teams and attendees from both the Cinderford and Broadwell groups. Our aim is to strengthen the connection between these two communities by creating more opportunities for joint gatherings and collaborative activities. We hope this will lead to deeper relationships and a shared sense of purpose across the groups.
Looking ahead, there is potential to establish two new Shalom groups in the Newent and Lydney areas. Planning is currently being considered, with progress dependent on securing appropriate resources and assembling the right team to support these new initiatives.
Page **17** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **4.3 Events**
## **4.3.1 What we Have Achieved**
We have organised a funding raising event – Dress to Bless.
- I. We have organised a Passover meal at a local public house, which was very well attended.
- II. By popular demand, we held another summer BBQ and Activity Day.
- III. We have organised meals out and social times together which were very well attended and appreciated.
- IV. We have liaised with local churches and occasionally taken on lead roles in their services
- V. We have visited to churches to raise the awareness of the Charity and work it does.
## **4.3.2 Constraining Factors**
Organising events—even those with modest activities and smaller groups—continues to require significant time and effort. To expand the number and reach of these events, additional support from volunteers and staff is essential.
Securing suitable venues remains a consistent challenge. Factors such as transportation access, hire costs, and the availability of appropriate facilities often determine where events can be held. The overall accessibility of a location also plays a critical role and can significantly limit our options, especially when trying to accommodate individuals with varying needs.
## **4.3.3 Next Steps**
We are actively exploring ways to expand our programme by offering a broader range of both one-off and recurring events. These events will aim to provide diverse opportunities for connection—not only for those already involved with The Shalom Network, but also for members of the wider community.
A key focus will be on creating engaging, high-quality content and delivering it in meaningful and memorable ways. This approach is expected to foster new partnerships with like-minded organisations, opening doors for collaborative initiatives that align with our mission and values.
Page **18** of **26 The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **5 Delivering for the Public Benefit – Advocacy**
## **5.1 In Community**
Demands for advocacy support have reduced and we no longer engage a paid advocate.
Reasons for this are not entirely clear, however the feeling is that there is likely to be sufficient support from other sources such as family, church groups and others. We would only agree to act as advocates with those who are engaged in other activities that we provide.
## **5.1.1 What we Have Achieved**
- I. We have agreed a position in terms of advocacy demand and our responses.
- II. In group sessions and other activities been fully approachable and helped if needed.
- III. Ensured group sessions include subjects and conversations that are helpful and provide an open invitation for advocacy support requests.
## **5.1.2 Constraining Factors**
Advocacy often demands a response to wide range of issues that are sometimes complex with added challenges for those with additional needs, therefore our approach is measured, often referring individuals to other organisations or agencies.
The work is mostly one to one and involves very time-consuming activities, therefore there is constant pressure on both our financial and people resources.
Measuring the effectiveness of advocacy work is extremely difficult, therefore we are mainly dependent on subjective and often anecdotal reports as to the effectiveness of our actions.
## **5.1.3 Next Steps**
Our position in terms of advocacy work has been carefully considered in this reporting period assessing needs and addressing the questions as to whether we are able to provide support on a formal advocacy basis. Given that requests for help of this sort are now rare we will keep our ears, eyes and minds open and make appropriate decisions as to if and/or when our support is appropriate or whether a referral would be the right thing to do.
Page **19** of **26 The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **6 The Team**
## **6.1 Paid Professional Resource**
The Shalom Network employs paid professional project leads on a freelance basis. They deliver according to accepted quotations agreed by a representative trustee at rates agreed by the board and Finance Committee. Those agreements are made at the inception of a particular project and then regularly reviewed, as is the case with core non project assignments such as the Shalom Group activities and events.
Three freelance professionals have been engaged during this reporting period 1-3 days per week each. Due to their extensive experience, specific skills and proven track records they are regularly engaged by other organisations. Good communication ensures effective time management and the involvement with the wider support community is beneficial in terms of networking and information gathering.
As is the case for all team members actively working with The Shalom Network they have been vetted and subject to DBS checks. They are performance managed in line with The Shalom Network policies and procedures with regular reviews and field accompaniment is carried out by one or more trustees.
Funding a deeper and wider pool of available professionals to resource current and planned activities has been and will continue to be a priority and significant challenge for The Shalom Network.
## **6.2 Voluntary Help**
The team of regular volunteers comprises a very low number of incredibly committed people. They typically support the group activities and events. Regular volunteers are required to sign a volunteer agreement and are provided with a volunteer handbook that is regularly reviewed and updated.
The Shalom Network acknowledges a need to prioritise the recruitment and training of more committed volunteers and the 2025 programme has been allocated sufficient funding to meet the identified requirements. Some scheduling of training activities has already been made and courses booked or completed in the priority areas such as safeguarding.
Page **20** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **6.3 Board of Trustees**
At the beginning of this reporting period there were 4 trustees, during the period 1 additional trustee joined the board. Whilst not necessarily a priority, recruiting one or two further trustees will be considered in 2025. At the AGM the chair of trustees was invited to continue in role for another year and in addition it was agreed that he would act as interim treasurer. All other roles remained unchanged.
## **6.4 Advisers**
The Shalom Network has no permanent advisers. In this reporting period there was no official engagement of any temporary advisers.
Page **21** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **7. Funding**
## **7.1 Grants Provided**
The Shalom Network is dependent on grant funding to support many of its activities. We are fortunate in 2024 to have been awarded grants from:
- The Diocese of Gloucester Life Development Fund – Digital Inclusion & Diversity project
- Gloucestershire County Council Thriving Communities
- PCC of Mid Wyedean – Memorial fund
- The Day House Trust – Shalom Groups activities.
- Barnwood Trust via FVAF for the Digitial Inclusion Partnership project
## **7.2 Donations**
The Shalom Network has been fortunate to have received numerous unrestricted one-off donations including from a sponsored swim/cycle challenge completed by one of the trustees. These amounted to a significant to a figure that exceeded forecasts.
This and other modest donations have contributed towards core funded activities. However, these activities may be at risk in the future should more consistent funding streams fail to be established. This is a concern in that we have little in the way of commitment to regular donations and this is an important focus of our fund-raising team.
There are plans for events in the future including some that take a crowd funding approach, others will be sponsored activities and direct appeals to sympathetic organisations such as local churches and their members. In person presentations and appeals have in 2024 and will in coming years, continue to be made to local churches and organisations. These are valuable in terms of building relationships and receiving donations and volunteer commitment.
Page **22** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **8 Governance & Management**
## **8.1 Statutory Meetings**
The board of trustees’ meetings have been held bimonthly incorporating the Finance Committee meeting. The annual general meeting is on or around the anniversary of Charity Commission registration. In this reporting year the AGM was held on the 21[st] of September.
## **8.2 Reporting Periods**
The Shalom Network will submit reports to the Charity Commission covering a 12 month period consistent with the calendar year. There are currently no other statutory requirements.
## **8.3 Risk Management**
Risk management is clear in the principles and procedures that support our policies, and we ensure they are implemented. Risk assessments are always carried out as required and the results recorded and stored securely in our Microsoft Teams/Sharepoint.
Assessments are appropriately actioned and steps to mitigate to reduce the risk to an acceptable level. Should this not be possible a decision is made not to start or to cease activities. Risk assessments are appropriately actioned to ensure that environments are safe for those attending activities and events, any activity event deemed to be unsafe would not be viable and therefore would not run. Risk assessments are updated as required to ensure careful planning.
Those responsible for carrying out and actioning risk assessments are regularly assessed for and updated on our procedures and requirements.
## **8.4 Policies & Procedures**
The Shalom Network has and maintains carefully crafted procedures that are appropriate for an organisation of our size and sphere of operations. Summaries of these policies are - - published on our website https://theshalomnetwork.org.uk/our policies purposes/
Page **23** of **26 The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
These policies are reviewed annually or bi-annually depending on the subject covered, or when circumstances dictate. Reviews and amendments are agreed and signed off by the board of trustees and any accountable manager who may not be a trustee.
## **8.5 Designated Managers/Officers**
Each policy area has a designated manager who is responsible for ensuring that policies are implemented and for identifying and actioning opportunities for improvement and managing any breeches or reportable incidents.
## **8.6 Partner Organisations**
The Shalom Network does not have any formal partnership or joint venture agreements with any other organisations. We do however, regularly work with or seek assistance from local churches of all denominations.
We also work with other local charitable organisations, examples include Forest Pulse, Forest Volunteer Action Forum (FVAF), and Viney Hill Christian Adventure Centre and in the case of the latter we have operated under a formal reciprocal agreement from 2023 to date.
Page **24** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
## **9 Future Opportunities & Challenges**
In previous sections which report on our project activities we have highlighted many areas where we can launch new initiatives and improve on our current delivery.
Our 2025 project focus will include:
- Giving Voice Community – Creating a community of service users, support networks/teams to be creative and confident in their communications with those who have little or no verbal speech. This will be an ambitious project that will seek to gather collective experience and expertise exploring ways to increase the presence of those with little or no speech capability in the community.
Working with providers of residential support to work out ways in which people in receipt of their support can better manage and gain benefit from digital technology and services.
Growing the skill base to use readily available technology in ways that will enhance the Shalom Online offering and widen the appreciation of the Gospel message in relevant and meaningful ways.
- Voice for All – a development of our established digital inclusion work and achievements. This project will through the efforts of the team and the service users, deliver compelling quality broadcasts. These will tell stories and alert the public and wider communities of the great potential that exists amongst those with additional needs. There are numerous benefits that will accrue, improved communication and literary skills, heightened levels of confidence in terms of interactions as social skills increase. The project will continue work with partners such as; Forest Voluntary Action Forum (FVAF)and Camphill Village Trust. It will, however, also extend into our other group and project activities where digital technology and input are required.
The development and delivery of any further activities is wholly dependent on recruiting additional people to work with us, particularly volunteers. As part of a future campaign to increase public awareness there will be an emphasis on the need for more volunteers.
We are maturing as a charity. We are, however, conscious that we need a more effective public profile, even locally. Discussions with third parties have taken place with a view to
Page **25** of **26 The Shalom Network Report of the Trustees 2025**
**Final**
## The Shalom Network
growing and improving the situation. Whilst this is likely to be a development of our online and social media presence in person presentations and local events will continue to be priorities. They have the benefit of being inclusive, something that the whole team and the people that we serve can all be involved in.
The Shalom Network welcomes wider involvement with other organisations, whose purposes align with our own, to collaboratively produce opportunities that lead to positive outcomes. We will continue to form more working relationships in the future whilst building on those that are already established.
Page **26** of **26**
**The Shalom Network Report of the Trustees 2025**
**Final**
|**Charity Name**|||**No (if any)**|||
|---|---|---|---|---|---|
|**The Shalom Network**|||**1195375**|||
|**Receipts andpayments accounts**|||||**CC16a**|
|**For the period**
**from**|Period start date
01/01/2024|**To**|Period end date
31/12/2024|||
## **Section A Receipts and payments**
|**A1 Receipts**|**Unrestricted**
**funds**
**to the nearest £**|**Unrestricted**
**funds**
**to the nearest £**|**Restricted funds**
**to the nearest £**|**Restricted funds**
**to the nearest £**|**Endowment**
**funds**
**to the nearest £**|**Endowment**
**funds**
**to the nearest £**|**Total funds**
**to the nearest £**|**Total funds**
**to the nearest £**|**Last year**
**to the nearest £**|
|---|---|---|---|---|---|---|---|---|---|
|
200 - Session Fees|**13,899**||**-**||**-**||**13,899**||**10,355**|
|201 - GroupSubs|**333**||**-**||**-**||**333**||**240**|
|202 - Events & Gatherings|**796**||**-**||**-**||**796**||**482**|
|206 - Donations(one-off)|**8,440**||**-**||**-**||**8,440**||**3,532**|
|205 - Donations(regular)|**557**||**-**||**-**||**557**||**599**|
|207 - Donations(restricted)|**-**||**12**||||**12**||**-**|
|Gift Aid Reclaims|**2,501**||**-**||**-**||**2,501**||**-**|
|210 - Fundraisingactivities|**-**||**-**||**-**||**-**||**1,600**|
|260 - Other Income|**-**||**-**||**-**||**-**||**226**|
|208 - Grant Income|**-**||**15,259**||**-**||**15,259**||**17,943**|
|**_Sub total_**_(Gross income for AR) _|**26,526**||**15,271**||**-**||**41,797**||**34,977**|
|**A2 Asset and investment sales,**
**(see table).**||||||||||
||**-**|||||||||
||**-**||||||||**-**|
|**_Sub total_**|**-**||||||||**-**|
|**_Total receipts_**||||||||||
||**26,526**||||||||**34,977**|
CCXX R1 accounts (SS)
16/10/2025
1
**A3 Payments**
|400 - Contractors (core)|**16,955**||**-**||**-**||**16,955**||**32,891**|
|---|---|---|---|---|---|---|---|---|---|
|401 - Contractors (restricted)|**-**||**18,994**||**-**||**18,994**||**2,858**|
|405 - Personall expenses|**198**||**-**||**-**||**198**||**2,040**|
|410 - Event Expenses|**920**||**-**||**-**||**920**|||
|410 - Sessional resources|**-**||**-**||**-**||**-**||**347**|
|411 - Sessional expenses|**18**||**-**||**-**||**18**||**963**|
|415 - Training|**126**||**-**||**-**||**126**||**10**|
|427 - Storage|**936**||**-**||**-**||**936**|||
|409 - Group Expenses|**364**||**-**||**-**||**364**|||
|422 - Fundraising Expenses|**12**||**-**||**-**||**12**|||
|416 - Health & Safety expenses|**399**||**-**||**-**||**399**||**161**|
|429 - General expenses|**195**||**-**||**-**||**195**||**1,250**|
|433 - Insurance|**967**||**-**||**-**||**967**||**881**|
|417 - Software & IT consumables|**1,646**||**-**||**-**||**1,646**||**2,241**|
|425 - Printing & Stationery|**198**||**-**||**-**||**198**||**136**|
|418 - Phone/Data Networks|**158**||**-**||**-**||**158**||**69**|
|430 - Professional Fees|**24**||**-**||**-**||**24**|||
|421 - Website - Publicity - Social Media|**362**||**-**||**-**||**362**||**57**|
|**_Sub total_**|**23,478**||**18,994**||**-**||**42,472**||**43,904**|
CCXX R2 accounts (SS)
16/10/2025
2
|**A4 Asset and investment**
**purchases, (see table)**|**425**
**-**
**425**
**23,903**
**2,623**
**3,680**
**7,641**
**13,944**|**-**
**-**
**-**
**18,994**
**- 3,723**
**-3,680**
**17,911**
**10,508**|**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**|**425**
**-**
**425**
**42,897**
**- 1,100**
**-**
**25,552**
**24,452**||
|---|---|---|---|---|---|
|**462 - Equipment(IT)**|**425**|||||
||**-**|||||
|**_Sub total_**
**_Total payments_**
**_Net of receipts/(payments)_**
**A5 Transfers between funds**
**A6 Cash funds last year end**
**_Cash funds this year end_**|**425**||||**-**|
|||||||
||||||**43,904**|
|||||||
||**2,623**|**- 3,723**|**-**|**- 1,100**|**- 8,927**|
||**3,680**|**-3,680**|**-**|**-**|**-**|
||**7,641**|**17,911**|**-**|**25,552**|**-**|
||**13,944**|**10,508**|**-**|**24,452**|**- 8,927**|
CCXX R3 accounts (SS)
16/10/2025
3
## **Section B Statement of assets and liabilities at the end of the period**
|**Categories**
Signed by one or two trustees on
behalf of all the trustees
**B5 Liabilities**
**B3 Investment assets**
**B2 Other monetary assets**
**B4 Assets retained for the**
**charity’s own use**
**B1 Cash funds**|**Details**
**Details**
**_Total cash funds_**
(agree balances with receipts and payments account(s))
Accounts receivable
Co-operative Bank Account
Petty Cash
**Details**
**Details**
**Details**
Signature|**Unrestricted**
**f**
**d**
**Restricted funds**
**to nearest £**
**to nearest £**
**13,892**
**10,508**
**52**
**-**
**-**
**-**
**13,944**
**10,508**
OK
OK
**Unrestricted**
**f**
**d**
**Restricted funds**
**to nearest £**
**to nearest £**
**233**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Fund to which asset**
**belongs**
**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**Fund to which asset**
**belongs**
**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
~~**liability relates**~~
**Amount due**
~~**(optional)**~~
**-**
**-**
**-**
**-**
**-**
Print Name
Clive paragreen|**Endowment**
**f**
**d**
**to nearest £**|
|---|---|---|---|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||OK|
||||**Endowment**
**f**
**d**
**to nearest £**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**Current value**
**(optional)**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**Current value**
**(optional)**|
||||**3,484**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**-**|
||||**When due**
~~**(otional)**~~|
||||~~**p**~~|
|||||
|||||
|||||
|||||
|||||
||||Date of approval|
|||Clive paragreen|16/10/2025|
|||||
CCXX R4 accounts (SS)
16/10/2025
4
## **INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF THE SHALOM NETWORK**
I report to the trustees on my examination of the accounts of The Shalom Network (the Charity) for the year ended 31 December 2024.
## **Responsibilities and basis of report**
As the trustees of the Charity you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘the Act’).
I report in respect of my examination of the Charity’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
## **Independent examiner’s statement**
I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
1. accounting records were not kept in respect of the Trust as required by section 130 of the Act; or
2. the accounts do not accord with those records; or
3. the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair view which is not a matter considered as part of an independent examination.
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Mr J P Foxwell FCCA FCIE independent-examiner.net
12 Hillbourne Road, Poole, BH17 7JB
Date: 29 October 2025